Offering coach's perspective ? Right or Wrong ?

 Offering Perspectives ! 

Part of this activity may include the coach sharing observations, insights, and feelings, without attachment, that have the potential to create new learning for the client. The idea of coaches giving advice is always a controversial topic.

When can a coach give advice ?  ( page 105 ) 

1 )  It is acceptable to share observations, insights or feelings with clients after gettingpermission to do so as long as there is no attachment to it.

2. The sharing must broaden (rather than narrow) the range of options or view for the client.

Therefore, such interventions by the coach are expected to be in service of the client’s forward movement or learning—not the coach’s agenda.

Deep Listening involves deeper inquiry ( JP & TS) Page 97 coaching book

 

Deep Listening involves deeper inquiry ( JP & TS) Page 97 coaching book

 Deeper listening also involves deeper inquiry.

 This inquiry might be about the client’s use of language and/or the client’s feelings, patterns the coach has noticed as well as how the client processes.

 For example, for language, the coach might ask: “You have mentioned freedom a few times, what does freedom mean to you?” and for feelings the coach might ask:

 “How do you feel when you think about that freedom?” and for a deeper inquiry into how the client processes it could be something like: 

“How will honoring your value of freedom support you in achieving your goal?” Inquiry into client’s emotions can also link to some of the points discussed in competency five around working with client emotions. 

For example, the coach might ask about or reflect back the client’s emotions by noticing their mood, tone, body language, energy etc. 

In this instance, the coach could ask: “When you talk about this, your face lights up and you smile broadly, what does this mean for you?” or

 “I notice your tears, what’s going on for you right now?”

Guiding Light Coaching introduction session

 India has 2200 ICF certified coaches in the country , India.  There are 111 newly credentialized coaches in 2025. 

Coachinng demo 

Srikanthan : What's the most important for you to take away from this session . 

Meenakshi kar : Trying to play the ' rescuer ' role. This is close to my VALUES, which clash with ICF values and core competencies. 

My core values are pulling me away from coaching processes and competences. 

Only some people stay a coach . How can I stay a coach ? 

SK : I noticed you the stress when you said ' I want to stay a coach . That's clashing with ICF demands. Your core values. 

Meenakshi Kar ; I am thinking like a mentor but asking questions of a coach. I feel I am not authentic. 

Sreekanthan : where are we right now , in this coaching conversation , vis a vis your goals ? 

Meenakshi Kar : My own presence as a coach is compromised. There is a constant battle going on . My core values with ICF core competences. How do I overcome it ? 

SK : For you to move in the direction you want , what do you feel is the direction we need to focus on ? 

Meenakshi Kar : I have to forego my desire to RUSH into the solution . I will still remain compassionate. I am empowering and helping them in some way . I don't feel inauthentic as a coach . 

What do I need to tell myself, to prevent myself from RUSHING into the solution . I feel I am in more of a rush than they are, to find a solution. 

SK : What VALUES are playing here ? 

MK ; Time is running out. I feel the need for instant fix. The rush in me to get through with this , this has been the pattern in so many areas of my life. Let's quickly get through with this !! 

SK : what do you feel about the WAY we are having this conversation ? 

MK : Making me think more, and some more , about the problem I have brought with me here. I am thinking HARDER now . 

SK : Don't you think you have made some progress you have made so far . 

MK ; I don't think I give sufficient time to  evolve. I am always in solution mode. In constant battle. More than my core values, it's my daily battle and my belief that there isn't much time to focus on a problem. 

SK : Want to do the right thing is one belief. I don't have much time , is another belief. 

SK: What' been key learnings from this conversation so far ? 

MK : Allowing myself some more time, and allowing my clients some more time, will allow me to have a coaching conversation . 

SK : 

MK : I have to tell myself, a solution doesn't have to arrive in the 30 mins for 45 mins of my session. I have to really define expectation for myself and for my client. That will ease some pressure off myself, from my chests. I don't have to solutionise myself. 

SK : How are you going to make your accountable for yourself ?  

MK : When my clients book time with me, they use an app. 

SK : what could support you in this ? 

MK : i AM going to tell myself that I have to find solution for the client , before the end of the session . 

SK : What is one thing you want to tell yourself before end . 

MK : Time is on your slide. Meenkashi. 

SK : Coaching is not the panacea to all clients problems. Soemtimes, mentoring is the solution for them . 

2 ways . All online. 18 weeks , every saturday . Hybrid . 12 weeks. 4 days in person . Rest on line. 12 weeks. 

Next fully online cohort : 22 august  2026 

Next Hybrid : 10 Octobr 2026

Up to 75 % of your coaching hours has to be PAID one. 

Recording : Spread sheet . Log . Name of the client . Email ID . Mobile number. No need of submitting client information .

You need to DECLARE that you have completed. No need of specificcs. 

providing referrals and saying ' no '

 Mon 29 July 2024

Resist the Impulse to Fulfill Every Networking Request

When a former coworker or classmate reaches out on LinkedIn with a request for a referral, it’s normal to feel hesitant, especially if you’re not close with them or don’t yet feel established in your own role. How can you gracefully turn down their networking request?

(1) Start by listening to your instincts—and trusting them. 

It’s okay to feel unsure about endorsing someone for a job or investing your energy into their career. Your time and social capital are limited; that’s nothing to feel guilty about.

(2) If you don’t have the time to meet with someone now but might be interested in the future, let them know respectfully but honestly that you’re not in a position to commit the time to a meeting or to make a referral. You could still send them some helpful resources, such as related articles or information about a professional organization they might want to join.

(3) Finally, resist the impulse to fulfill every request that hits your inbox.

 Focus instead on building genuine, mutually beneficial relationships, and don’t be shy about setting boundaries to maintain your professional integrity if you spot a red flag. Prioritize your growth, keeping in mind that it’s okay to simply say “no thank you” when necessary.

This tip is adapted from “How to Gracefully Decline a Networking Request” by Deborah Grayson Riegel and Loren Margolis

Psychological safety

 Wed 24 July 2024

How to Foster Psychological Safety That Lasts

Psychological safety is critical for new hires because it enables learning behaviors such as asking a question or seeking help. New research finds that while people typically experience high levels of psychological safety when they start a new job, that feeling tends to erode quickly—and it’s hard to get it back once it does. How can you cultivate and reinforce a climate favorable to learning on your team?

(1) Respond appreciatively when a new hire raises—or causes—an issue.

 When responding to their questions, ideas, or mistakes, show curiosity, support, and gratitude for their effort. This positive reinforcement will ensure that their psychological safety doesn’t dwindle, but rather deepens as they get acclimated to the job.

(2) Establish the need for interpersonal risk-taking to do a good job at work.

 For example, framing work as complex and uncertain clarifies the expectation that things will go wrong, and the sooner someone notices and speaks up about it, the better off everyone is. 

(3) Ask questions and listen attentively. This demonstrates appreciation for ambiguity, nuance, and uncertainty and fosters a culture of openness and learning.

This tip is adapted from “Research: New Hires’ Psychological Safety Erodes Quickly,” by Derrick P. Bransby et al.

stress relief & mindfulness - 4 more tips

 Tue 23 July 2024

4 More Micro-Mindfulness Practices to Weave into Your Workday

In yesterday’s Management Tip of the Day, we outlined three micro-mindfulness techniques to practice throughout your workday: intentional breathing, checking in with your senses, and doing a full body scan. Here are four more techniques to try when you’re feeling overwhelmed, tense, or anxious at work.

(1) Take a “mindful minute.”

 Pause whatever you’re doing, close your eyes if possible, and turn your attention to your breath for 60 seconds. Notice the natural rise and fall of your chest and the sensation of air flowing through your nostrils. If your mind gets carried away by thoughts, gently guide it back to the breath.

(2) Go for a meditative walk.

 Step away from your desk and move around. Rather than scrolling through your phone or mentally rehearsing what you’ll say in your next meeting, focus on being present and experiencing the sensations of your body in motion.

(3) Pause for gratitude.

 Take 30 seconds to focus on something you’re grateful for. This could be a meaningful aspect of your work, a supportive colleague, a positive experience, or a simple comfort like the warmth of your coffee.

(4) Grab a bite—and really savor it.

 Resist the urge to multitask during meals. Even if you can only spare a few minutes for lunch, unplug during that time and focus on enjoying your food.

This tip is adapted from “7 Ways to Weave Mindfulness into Your Workday,” by Michael D. Watkins

Leadership questions - proceed with caution !

 Tue 30 July 2024

How to Be Curious—Without Undermining Your Expertise

Adopting a learning mindset is a key leadership skill. But asking too many questions or appearing overly curious can backfire, undermining people’s perception of your effectiveness, efficiency, and expertise. Here’s how to strike the right balance between leading and learning.

(1) Communicate purpose and context. 

Always provide the rationale behind the questions you ask in meetings and discussions. This will help prevent people from misinterpreting your inquisitiveness as a sign that you lack expertise. For example, “I’m asking this to align my actions with yours and consider your perspective.”

(2) Integrate learning with execution.

 Tie new knowledge you accrue directly to your team’s work. Share insights that are immediately relevant to current projects, showing how your learning enhances both your own decision-making and the team’s results.

(3) Demonstrate expertise with confidence. 

Frame your questions to reflect what you do understand. Instead of asking basic questions, demonstrate depth by getting more specific. For example, “Considering trends A and B, how do you see our product C evolving?”

(4) Be decisive.

 Continuously seeking more opinions can delay decision-making and cause the team to question your decisiveness. After gathering input on something, set a deadline for making a decision. Clearly communicate your thought process and chosen strategy, ensuring your team sees how your learning leads to action.

This tip is adapted from “When Asking Too Many Questions Undermines Your Leadership,” by Luis Velasquez